INTRODUCTION

Engagement at work was conceptualized by Kahn, (1990) as the „harnessing of

organizational members‟ selves to their work roles. In engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances. The second related construct to engagement in organizational
behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990).
Csikzentmihalyi (1975) defines flow as the „holistic sensation‟ that, people feel when
they act with total involvement. Flow is the state in which there is little distinction
between the self and environment. When individuals are in Flow State little
conscious control is necessary for their actions. Employee engagement is the thus
the level of commitment and involvement an employee has towards their
organization and its values.

An engaged employee is aware of business context, and works with

colleagues to improve performance within the job for the benefit of the organization.
The organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.‟ Thus Employee
engagement is a barometer that determines the association of a person with the
organization. Engagement is most closely associated with the existing construction of
job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is
defined as „the degree to which the job situation is central to the person and his or
her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement
is a „Cognitive or belief state of Psychological identification.

Job involvement is thought to depend on both need saliency and the potential
of a job to satisfy these needs. Thus job involvement results form a cognitive
judgment about the needs satisfying abilities of the job. Jobs in this view are tied to
one‟s self image. Engagement differs from job in as it is concerned more with how
the individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement
may be thought of as an antecedent to job involvement in that individuals who
experience deep engagement in their roles should come to identify with their jobs.
When Kahn talked about employee engagement he has given important to all three
aspects physically, cognitively and emotionally. Whereas in job satisfaction
importance has been more given to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with

how employee feels about the about work experience and how he or she is treated
in the organization. It has a lot to do with emotions which are fundamentally related
to drive bottom line success in a company. There will always be people who never
give their best efforts no matter how hard HR and line managers try to engage them.
“But for the most part employees want to commit to companies because doing so
satisfies a powerful and a basic need in connect with and contribute to something
significant”. Employee engagement is a crucial for the well being of any organization
as its leads to strong business performance. It is concerned with the issues of
commitment, satisfaction and organizational behavior. Employee engagement is
basically the level of commitment and involvement that an employee’s has towards
their organization and its values. When an employee is engaged, he is aware of
business content, and works with others to improve performance to benefit the
organization. In such case employees holds a positive emotional connection to
employee’s work.

There are numerous factors that suggests an employees as an involved

employees. This study is concerned with identifying the positive factors that
contributes making an employees as an engaged employees. The key variables
describing employee engagement are as so discovered contributes in improving the
performance of the employees. Employee performance are the achievement and
accomplishments made at work. Employee engagement is getting attention as key
determinants of employee performance. Studies suggests that higher level of
employee engagement at organization leads to higher quality with regards to
employees performance. The study is concerned with identifying the impact that the
engagement of employees with an organization makes to the overall performance of
employees at work. Several variables are used to understand the impact of
engagement on performance. Assumption are that employees engagement provides
encouragement to employees in order to improve organizational performance also
to lower turnover ratio and better health also brings positivity towards work. One of
the most significant consideration is that employee engagement has sparked the
widespread interest. It can bring the connect of employees with organization helps in
identifying and conveying expectations for each other leads to clarity in
communicating a clear vision. Builds the trust and cooperation within the members
of the team and in the organization. Also in such cases employees strives for the
good reputation of the company.

However these elements explains well how employee engagement impact the
performance of the employees within the organization. mployee engagement is
defined as employees’ emotional investment in their work – in terms of the passion
they put into their work and the motivation they feel to do their job well. Simon
Sinek, the author of “Start With Why,” describes employee engagement in the
simplest of terms: “When people are financially invested, they want a return. When
people are emotionally invested, they want to contribute.”

The concept of employee engagement was first introduced in 1990 by Dr.

William Kahn. He suggested that people are involved in their work at three levels –
physically, cognitively, and emotionally. However, employees may be engaged at
fewer levels, or even disengaged or actively disengaged. We spoke to Jim McCoy,
chief revenue officer and general manager at Scout Exchange, an AI-powered
recruitment marketplace, who shared some of the character traits engaged
employees exhibit. He says, “Highly engaged employees are typically high energy
people that have close relationships with their colleagues, including their direct
manager or supervisor. They have a clear sense of commitment to their organization.
They are excited to take on new challenges, embrace change, and welcome solving
tough problems. They also tend to be curious by nature, continually learning, and
regularly seeking new ways to broaden their existing skill sets. They effectively are
ambassadors for the organization, continually looking for ways to promote the
organization and further the organizational mission.”

As opposed to engaged employees, disengaged employees simply put in their

specified hours at work and leave. They do not involve themselves in activities
beyond their regular jobs, and they value the job just enough to ensure that they get
their paycheck at the end of the month.

A level above disengaged employees are actively disengaged employees. Such

employees are not only unproductive, but they also undermine the work engaged
employees do. Their negative attitude may create a toxic workplace, and they
essentially become a burden on the business.

A Gallup study states that “the behaviors of highly engaged business units
result in 21% greater profitability.” Also, employees appreciate a work culture that
enables engagement. This means organizations that prioritize engagement are more
likely to attract and retain talent. The onus of planning engagement activities and
executing them is not on HR alone anymore. HR plays an active role in implementing
employee engagement strategies, but the planning and execution require
involvement from leaders and managers in the organization as well. The success of
an employee engagement program depends on employees’ receptivity to it.
Employee engagement, then, is an organization-wide collaborative function.

Employee engagement is the extent that an employee believes in the mission,

purpose and values of an organization and demonstrates that commitment through
their actions as an employee and their attitude towards the employer and
customers. Employee engagement is high when the statements and conversations
held reflect a natural enthusiasm for the company, its employees and the products or
services provided. People are the primary source of competitive advantage. If the
people or employees of the organization can be effectively ‘engaged’, then achieving
the organizational goals becomes an easy task. The widely- used term ’employee
engagement’, embraces two attempts of management—motivating the employees
and focusing their commitment to achieve the organizational objectives.
Engagement at work was conceptualized by Kahn (1990) as the ‘harnessing of
organizational members’ selves to their work roles. In engagement people employ
and express themselves physically, cognitively and emotionally during role
performances. Employee Engagement can be defined as the level of commitment
and ‘ involvement as employee has towards his/her organization and its values. ‘It is
the degree to which an employee is emotionally bonded to his/her organization and
passionate about his/her work.’
Employee engagement further emphasizes the willingness to help out
colleagues at par with organizational citizenship behaviour. In the broader sense,
employee engagement goes beyond job satisfaction, job involvement, motivation,
etc. Henderson (2009) mentions that, ‘engagement is something the employee has
to be offered, it cannot be ‘required’ as part of the employee contract’. We can hire
employees and we need to motivate them. Motivated employees are crucial to an
organization’s success; this has never been more applicable than today, particularly
when margins are thin (or nonexistent) and economic recovery remains elusive.
Employee engagement, also called work engagement or worker engagement, is a
business management concept. An “engaged employee” is one who is fully involved
in, and enthusiastic about, his or her work, and thus will act in a way that furthers
their organization’s interests within the group and without the group.
According to Scarlett Surveys, “Employee Engagement is a measureable
degree of an employee’s positive or negative emotional attachment to their job,
colleagues and organization which profoundly influences their willingness to learn &
perform at work”. Thus engagement is distinctively different from satisfaction,
motivation, culture, climate and opinion and very difficult to measure.
HR practitioners believe that the engagement challenge has a lot to do with
how employee feels about the about work experience and how he or she is treated
in the organization. It has a lot to do with emotions which are fundamentally related
to drive bottom line success in a company. There will always be people who never
give their best efforts no matter how hard HR and line managers try to engage them.
“But for the most part employees want to commit to companies because doing so
satisfies a powerful and a basic need in connect with and contribute to something
significant”.
These hard bottom-line realities also mean that managers cannot rely, as
much as they might have in the past two decades, only on using financial incentives
to drive employee engagement. We need to make employees feel valued.
Understanding the levels of employee engagement has become crucial to
organizational success. If associates/employees and top management personnel, TCS
has introduced the PEEP programme where PEEP stands for proactive employee
engagement program.
Some typical career anchors for talent engagement in organizations are
technical/functional competency, general managerial competency, autonomy or
independence, entrepreneurial zeal, and creativity. A person desires to excel in
his/her career in the chosen line of work. As such, the organization must be
instrumental to enhance the person’s technical/functional competency.
In order to move along the traditional career path, a person needs general
managerial competency. A talented person always looks for working independently
and craves autonomy, and therefore, the anchor of autonomy/independence is vital.
Security and stability refers to a predictable environment. A creative person backed
by entrepreneurial zeal wants to create something of his/her own and derive
pleasure from the creation.
 Effective talent management policies and practices demonstrate commitment
to human capital, which results in more engaged employees, and lower turnover.
Consequently, employee engagement has a substantial impact on employee
productivity and talent retention. Employee engagement, in fact, can make or break
the bottom line. Employees who are committed the most perform 20% better and
are 87% less likely to resign. In addition, the foundation for an engaged workforce is
established by the quality, depth, and authenticity of communication by HR and
senior management. The role of the manager as the most important enabler of
employee commitment to the job, organization, and teams cannot be
overemphasized. Furthermore, when implemented well, practices that support
talent management also support employee engagement (e.g., work-life balance
programs such as flexible time, telecommuting, compressed workweeks, reward
programs, performance management systems).
Rewards and recognition also help retain talent and improve performance. A
Carlson/Gallup study on employee engagement and business success showed that
employees who were extremely satisfied with work were four times more likely than
unsatisfied employees to have a formal measurement process in place and receive
regular recognition. Employee engagement is said to be personified by the passion
and energy employees have to give their best to the organization. It is willingness
and ability of employees to exhibit sustained effort to help their organizations
succeed. It is a psychological contract and not a physical one.
1. Cognitive Engagement:
This involves the extent to which employees focus on their work tasks. An
actively engaged employee is rarely distracted by small interruptions at work.
2. Emotional Engagement:
This consists of the here and now experience that the employees have while
doing work. This involves their own feeling of the degree of involvement in the job.
3. Physical Engagement:
The extent to which employee takes steps for his own development. A
voluntary nomination for a training program can be one of the means of identifying
physical engagement.
Studies have shown that there are some critical factors which lead to
Employee Engagement. They include, providing opportunities for personal
development, making the employees feel valued and involved, clarifying Company’s
values, fair evaluation of employee’s performance, proper pay system, providing
them with certain benefits and compensations, satisfaction in terms of his job profile
and career goals, allowing both, upward and downward communication, co-
operation and consideration for his/her family’s benefits. These critical factors
emotionally attach the employee to the organization and thereby leading to
engagement. William A. Kahn in his article, “Psychological Conditions of Personal
Engagement and Disengagement at Work” published in The Academy of
Management Journal, explored the conditions at work in which people personally
engage, or express and employ their personal selves, and disengage, or withdraw
and defend their personal selves.
This resulted into two qualitative, theory-generating studies. This study began
with the premise that people can use varying degrees of their selves, physically,
cognitively, and emotionally, in work role performances, which has implications for
both their work and experiences.
Building on Kahn’s (1990) ethnographic work, May D.R., Gilson R.L. and Harter
L.M. in their article “The psychological conditions of meaningfulness, safety and
availability and the engagement of the human spirit at work” published in the Journal
of Occupational and Organizational Psychology revealed that, the three psychological
conditions namely meaningfulness, safety and availability exhibited significant
positive relations with human engagement at work.
More specifically, meaningfulness displayed the strongest relation. Job
enrichment and work-role fit were also positively linked to psychological
meaningfulness. Rewarding co-worker and supportive supervisor relations were
positively associated with psychological safety, whereas adherence to co-worker
norms and self-consciousness were negatively associated. In the journal article
“Employee Engagement and Manager Self-Efficacy” by Fred Luthans and Suzanne J.
Peterson published in the Journal of Management Development, an empirical
investigation was made between a manager’s psychological state of self-efficacy
(measured through a multiple measure) and the relationship of their employees’
engagement. The results indicated that the manager’s self-efficacy was a partial
mediator of the relationship between his or her employees’ engagement and the
manager’s rated effectiveness. Overall, the findings suggested that both employee
engagement and manager self-efficacy are important antecedents that together may
more positively influence manager effectiveness than either predictor by itself.
In a workplace research on employee engagement had repeatedly asked
employees “whether they have had the opportunity to do what they do best
everyday”. One in five employees strongly agreed with this statement and
employees who scored higher on this perception substantially had higher
performance. This concluded that employee engagement is critical to any
organization that seeks to retain valued employees.
Kenexa, a leading global provider of business solutions for human resources in
their annual Work Trends report analysed the importance of leadership and
managerial effectiveness to employee engagement and organisational success. The
Kenexa Research Institute (KRI) surveyed altogether 29,338 employees. By compared
the country-level employee engagement differences in India, China, The Netherlands,
Mexico, Denmark, United States, Switzerland, Canada, Brazil, Russia, Spain, Australia,
United Arab Emirates, Sweden, Finland, Saudi Arabia, Germany, United Kingdom,
France, Italy and Japan it was revealed that the order of these countries was
consistent with the depth of employee engagement by country.
India ranked highest (71 per cent) and Japan ranked lowest (38 per cent).
According to the September 2010 Kenexa Research Institute Work Trends Report,
when employees reported that they follow effective leaders, the average employee
engagement index score was 91% globally. Kenexa Research Institute Founder and
Executive Director Jack W. Wiley commented that, the findings thereby
demonstrated that the companies with the highest level of employee engagement
and best leadership would recover from the economic downturn faster and emerge
stronger.
According to KRI, the four factors that consistently drive employee
engagement are leaders who inspire confidence in the future; managers who
recognize employees and emphasize quality and improvement; exciting work and the
opportunity to grow and develop; and organizations that demonstrate a genuine
responsibility to their employees and communities.
About the Company

We are the stepping stone towards a safe future for your business. In
today's dynamic digital world, regardless of the size of your enterprise,
our team can help you identify risks, develop solutions, and achieve
necessary compliance. We also provide short-term and long-term staffing
for your organization. Cybersecurity and technological advice from the
core foundation of our organization.

Compliance and Security go hand in hand. Our network security services will help you
achieve your compliance goals. You can rely on Accorian's compliance and
cybersecurity professionals to assist your organization maintain strong data security
standards.

Accorion Softwares takes years of hard work, Passion, Dedication, and Teamwork to
become a brand from being a name. Accorion Softwares is a software company
based in Coimbatore, India was established to fulfill the IT requirements of Startups
to large corporate.

Accorion Softwares boasts a passionate team that is well-versed in software

development, web development, and mobile application development. Our priority
is to offer various clients who are from both small scale and fortune companies in
various industries like Manufacturing, Education, E-commerce, Medical, Jewellery,
and FMCG. We Provide a result-driven approach to digital success to attain our client
satisfaction.
Why Accorion Softwares?

Accorion develops a Business, Modern digital Customer journey

To create a one-stop platform that can connect seamless with the clients and help
them to get their dreams to come true. We endeavor to become an easily-accessible
platform that can provide a solution to all your IT needs.

Deserved Skillset

Our company possesses a team of developers with greater experience and

multiskilled providers which sustains the client’s demand. Developers of our team
enhance their skills with up-to-date technology.

Affordable solution provider

Team of app developers, web developers, etc are have got to deliver exemplary
results with their effort and creativity. The impetus of Accorion software is to satisfy
customer needs by delivering highly specified and well-designed software products
to our clients within a tending timeline.

Accurate Product Attainment

We work on advanced technology to provide outstanding requirements for the

customers. Every single stage is built accurately with efficient code and highly
secured products for the web and mobile, So the result will be tremendous.
Statement of the Study:

Sudden change in work routine, as a response to the Covid-19 pandemic, disrupted

the historic patterns and created phenomena where people were forced to work remotely for a
long-term period. Even when the restrictions were eased after the pandemic, business-as-
usual concerning workplace was challenged since employees did not want to return to their 9-
5 jobs. Therefore, employers are forced to rethink their legacy approach concerning where,
when and how the work can be conducted. In the context where neither extensive remote
work nor fully on-site setups are perceived as the optimal workplace solutions after the
Covid19 pandemic, a hybrid approach may provide middle-ground, ideally combing the
positive elements from both home- and corporate office workplaces, resulting in an enhanced
employee engagement. Hence, the purpose is to understand how hybrid workplace impacts
employee engagement.
Scope of the Study:

In the new normal created by the COVID-19 pandemic many businesses have made
arrangements for a remote work culture. Due to this pandemic, there is greater shift from
traditional work environment to the virtual environment. The purpose of the paper is to
understand the influence of virtual workplace on employee engagement. The shift raises the
need for developing a new employee engagement strategy which can help even in post-
pandemic era. The paper explores the secondary data to identify different parameters after
which thematic analysis of data took place that was gathered through the Delphi technique.
Trends were analyzed and strategy is deployed which helps in understanding the engagement
and working on performance measurement.
Objectives:

1. To study the impact of employee engagement on employee performance in Hybrid

Work Model.

2. To study the factors affecting the employee engagement in hybrid model.

4. To evaluate the effectiveness of the employee welfare activities.

6. To assess the employee satisfaction towards the hybrid workplace.

RESEARCH METHODOLOGY

The authors define research methodology as "the strategy or architectural design by

which the researcher maps out an approach to problem-finding or problem-solving."
Research Design.

The present study is descriptive and analytical in nature

Sampling Design

The survey is not taken from the entire population. Where only a few units of
population under the study are considered for analysis, it is called as sampling. As for
the present study, the population size is infinite; the adoption of sampling method
was inevitable. The sampling plan consists of sample unit, sample size and sampling

method.

(a) Sample Unit

The sample unit refers to the respondents who are to be surveyed. The Sampling
Unit may be Geographical, Construction Unit, Social unit or it may be an individual.
The size of this study comprises of the individual Employees of various Designations
in ACCORION SOFTWARES.

(b) Sample Size

The sample size refers to the number of items to be selected from the universe to
constitute a sample. A sample of 150 respondents has taken for the study.

(c) Sampling Method

This study has based on convenience sampling method.

Review of Literature:

Sonal Lobo and Ashwini.R in their article named A STUDY ON EMPLOYEE

ENGAGEMENT ( 2015 ) says one of the toughest challenges that business leaders face
is sustaining high level of performance over the long term and obtaining superior
business results. Employee Engagement is a route to business success. One of the
biggest problems facing businesses is how to motivate and keep workers engaged.
An engaged workplace encourages commitment, energy and productivity from all
those involved to help improve business performance. Employee engagement goes
hand in hand with higher job satisfaction, lower employee turnover and better
profitability .This paper makes an attempt to study in depth the concept and various
dimensions of employee engagement.

"NAMITA in their article named WORK-LIFE BALANCE IN INDIA-THE KEY DRIVER OF

EMPLOYEE ENGAGEMENT ( 2014 ) says This exploratory research is an attempt to
study the work-life balance issues. This paper will examine the literature on work-life
balance policies and practices, Employee engagement and work-place culture in
different industries in order to increase their productivity and retain them in the
organization for a long period of time. This paper is an attempt against the highly
increasing work load and working hours that is the primary demand of Indian
organizations and expects in the course of time and what are the problems faced by
the employees due to the pressure of work and what are the main problems they
can be encountered. In India where family issues are the top priority but due to the
adverse effect of the work-life of the employees they can’t give enough time to
his/her family."

"S. Purushothaman and E. Kaviya in their article named A STUDY ON EMPLOYEE

ENGAGEMENT IN A IT COMPANY ( 2020 ) says This research, study the practices
followed in the firm to engage employees. The objective of the study was to find the
factors of engagement, level of satisfaction, organizational inputs and to identify
measures for the enhancement of employee engagement. A structured
questionnaire was constructed based on the objectives of the study to collect the
required data. Descriptive research design was adopted for the study. Convenience
sampling technique has been deployed. The findings of the study shows the factors
under employee engagement such as working condition, superior support,
organizational support, co-workers support, rewards and recognition and career
growth. Some of the main findings include identifying the satisfaction level of
employees which leads to employee retention. Further to this, recommendations
have also been given by the researcher based on the main findings including how to
motivate and retain employees etc. The researcher hopes that the recommendations
would help the IT firms to make thir employees fully engaged and committed to their
firm.

Dr Shilpa Varma and Ms PriyaVij in their article named A Study of the Employee
Engagement Practices in the Indian Manufacturing Sector ( 2020 ) says Many
researchers have linked employee engagement to business outcomes like
productivity, quality improvement and retention of talent. Employee Performance
indicates the financial and non-financial outcome of the employee that has a direct
link with the performance of the organization and its success. A number of studies
show that an important way to enhance employee performance is to focus on
fostering employee engagement. The presence of high levels of employee
engagement enhances job performance, task performance and organizational
citizenship behavior, productivity, discretionary effort, affective commitment,
continuance commitment, levels of psychological climate and customer service. This
study intends to study the employee engagement in Indian Manufacturing Sector.
The method of research is based on descriptive method and the primary data has
been collected with the help of questionnaire in few companies and secondary data
has been collected from various sources.

S.Akshaya and G. Ashni in their article named A Study on Employee Engagement

Among School Teachers at Kabisthalam Village, Thanjavur DT ( 2018 ) says Employee
Engagement is the level of commitment and involvement of an employee towards
their organization. This study focus to find how employee engagement helps in job
involvement and factors influencing them. The survey was done among teachers
working at Kabisthalam. Kabisthalam is one of the oldest and large village located in
Papanasam Taluka. Thus has a population of 6630 according to census 2011.There
are very few schools in this village. Sample size was derived by 70 using simple
random technique. The dependent variable was Employee Engagement and
Independent variables were Work life Balance, Incentives, Working Environment and
Promotions. The tool used in this study was ANOVA. The researchers found that
there was difference between Employee Engagement and factors among the School
Teachers."

"Bishakha Majumdar and Malavika Desai in their article named A Study on employee
engagement in two Indian businesses ( 2015 ) says The paper aims at finding the
employee engagement across manufacturing organizations and IT organizations,
and compares the underlying reasons indicating high or low employee
engagement. Fifty middle level executives of a car manufacturing unit and fifty such
employees of an IT firm, located in and around the city of Bengaluru, India, were
sampled for the study. It was found that the degree of employee engagement was
significantly high in the manufacturing organization as compared to that in IT firm.
The main causes for a higher engagement in the manufacturing sector were found to
be as – the impression that the firm cares for and values the employees, free and
frank communication with immediate supervisor, empathetic attitude of the latter
towards the former,recognition of one’s contributions towards the organizational
goals, and freedom to participate in the decision making process. "

"Sahil Ramchandani and Reema Aggarwal in their article named THE FUTURE OF
EMPLOYEE ENGAGEMENT –AN INDIAN PERSPECTIVE ( 2019 ) says The aim of the
current study is to search the prevailing existence of the Employee Engagement
practices of the top companies operating in India and to find out the common trends
prevalent in the Indian Industry. Employee engagement is a unique concept which
shares similarities with the existing concepts. The paper consists of five companies
chosen from the GPTW List, 2017. The trends in the prevailing companies shows that
nowadays top companies are focusing on new and innovative practices in the field of
Employee Engagement in order to gain competitive advantage. Also, it recognises
some engagement trends which are commonly prevalent in the Indian Industry."

"Mr. Manoj Gour Chintaluri and Prof. M. Jyothsna in their article named Measuring
An Effectiveness of Employee Engagement in India – A Case Study ( 2019 ) says This
study is being conducted at TVS Tyre Ltd. at Visakhapatnam to understand the extent
of employee engagement in the organization. Employee engagement is the level of
commitment and involvement an employee has towards the organization and its
values. An engaged employee is known of business context, and works with
coworkers to improve performance at the job for the benefit of the organization. It is
a positive behavior held by the employees towards the organization and its values.
Engagement at work was conceptualized by Kahn as the ‘harnessing of organizational
members’ selves to their work. A sample of 100 employees was taken in order to
conduct research. Random sampling technique was used in order to conduct the
survey. The data was collected by interviewing the respondents with the help of a
structured questionnaire."

"Prof. (Dr.) Smita A. Kaloka and Prof. (Dr.) Amit Sahu in their article named
EMPLOYEE ENGAGEMENT: A REVIEW PAPER ( 2022 ) says Engagement is achieved
when people envisage that their organization respects their work, their work
contributes to the organizational development and more prominently their personal
ambitions of growth, rewards and pay are met. Thus it has become very essential to
implement various HR Strategies which support every employee and make them feel
valuable. This paper makes an attempt to study the different dimensions of
employee engagement with the help of review of literature. The study deals with the
study of literature on Employee Engagement concept, and Human Resources
Strategies This study is based on secondary data which is collected through referring
journals, Books and websites. "

"Mohd. Sadiqe and in their article named Employee Engagement in Hospitality

Industry in India: An Overview ( 2014 ) says The hospitality industry is an inclusive
term for Hotels and food establishments. It is a part of a broader service industry
where people create the service experience with specific skills to generate revenue.
The primary objective of this paper is to define the term employee engagement in
context of Indian hospitality industry and how effective it is, in the present
competitive environment. Hence the discussion of this paper is related with concept
of employee engagement and its influence on engaging the employees of hospitality
industry in India in order to achieve the organization goals and objectives.

"Santhosh Prabhu M and Preethi N. Alva in their article named A case study on
Employee Engagement Initiatives in some selected Industries of Dakshina Kannada
District ( 2015 ) says study is analytical in nature based on survey method. Non
probabilistic convenience sampling technique is used to collect data. 30 samples are
collected through a structured questionnaire from employees of different industrial
background in Dakshina Kannada district. Data were analysed through simple
statistical methods like percentage. Finally this paper briefly submits that how
employee engagement initiatives emphasizes the importance of employee
communication on the success of a business. An organization should recognize
employees, more than any other variable, as powerful contributors to a company's
competitive position. Therefore employee engagement should be a continuous
process of learning, improvement, measurement and action."

"Dr. Sarit Prava Das and Prof. Parna Mishra in their article named DRIVERS OF
EMPLOYEE ENGAGEMENT - A STUDY IN INDIAN MANUFACTURING SECTOR ( 2013 )
says Employee Engagement is a buzzword and a challenge for the human resource
department of almost all the organizations. An engaged employee is a person who is
fully involved in, and enthusiastic about his or her work, thus willing to invest his/her
talent for the fullfillment of organisations goal. It is the level of commitment and
involvement an employee has towards their organization and its values. In short, it is
a positive attitude and a strong emotional bond held by the employees towards the
organization organisation citizenship behaviour. It is due to this that measuring the
engagement levels of the employees has become important for the organizations.
engagement with drivers of employee engagement and further highlights the relative
importance of these drivers in terms of employee engagement. "

"C.Balakrishnan and Dr.D.Masthan in their article named Employee Retention

Through Employee Engagement - A Study At An Indian International Airport ( 2013 )
says the drivers of the employee engagement are identified and hypotheses have
been formulated. The relationship between employee engagement and employee
retention is examined from the response to separate questionnaires from 185
employees who are chosen based on random sampling. The study finds that the
employee retention can be improved by increasing the level of employee
engagement and focusing on few non-financial drivers.Practical implication of this
study is the retention can be improved without financial expenditure when there are
economic constraints. Organizations can design good practices in the light of findings
to retain their besttalent (highly skilled and specialized human resources) without
much financial burden."

"Madhura Bedarkar and Deepika Pandita in their article named A study on the
drivers of employee engagement impacting employee performance ( 2016 ) says The
study explores the concept of employee engagement and also throws light on key
drivers of employee engagement by analyzing specifically three divers, namely
communication, work life balance and leadership. This study will also analyze how
these drivers impact the level of employee performance and wellbeing at workplace
of the employees. The available literature on drivers of employee engagement
indicates that there is paucity of literature on these three drivers and their impact on
employee engagement. Thus, we focused on these three specific and less researched
drivers"

"Arti Chandani and Mita Mehta in their article named Employee Engagement: A
Review Paper on Factors Affecting Employee Engagement ( 2016 ) says In this
research paper, various factors have been discussed of engagements which are at
macro i.e. at organisational level and micro level i.e. at individual level. These
variations in factors may arise due to differences in individual and job characteristics,
gender diversity; ethnic diversity etc. Suggestions presented in this paper include
different employee engagement approaches for new employees like strong induction
programs, rigorous training and development programme, certification programme
and giving them a realistic job preview. The findings of this study will be useful to any
organisation, irrespective of the type of business, to construct strong employee
engagement policy with mix of all these factors of employee engagement. Managers
can redesign the work and policy on the basis of the factors presented in this paper
would lead to happy workforce. This article will be of value to anyone seeking better
understanding in employee engagement to improve organisation performance."

"V. Vijay Anand and C. Vijaya Banu in their article named A Study on Employee
Engagement with Special Reference to Banking Sector ( 2017 ) says The scope of this
paper is to find out the level of Employee Engagement among the employees of
private banking sectors in Thanjavur. The prime objectives of the study are to find
out the factors which are significant to fabricate an engaged workforce. Here, the
researchers have taken different factors and grouped into a separate variable viz.,
independent variable along with demographic variables to study the level of
employee engagement. A sample of 100 collected data have been analyzed through
the statistical tools such as descriptive analysis, and out of various factors, it was
found that job, superior, co-worker’s, department, team work, rewards and
recognition, opportunities, discretionary effort, communication impact the
engagement of the employees in the private banking sector more."
"Anoor Ashwini Anand and Sheetal N. Acharya in their article named Employee
Engagement in A Remote Working Scenario ( 2021 ) says Employee engagement can
be viewed as an attitude of an employee/employee’s a to be productive, to excel and
therefore be committed towards the organisation. Remote working applies to a
variety of employees especially office or desk-based workers. This paper explores
different facets of the remote worker’s persona and provides recommendations and
practices to enhance employee engagement of the employees working remotely.
Remote work culture is not a new concept, but due to the current Covid-19
Pandemic situation there seems to be a rapid shift of many employees to the remote
working model essentially working away from the traditional office ecosystem. This
paper examines two aspects of working remotely, a. In regular times b. during a crisis
and in both these scenarios how to keep the remote workers engaged and motivated
to ensure a minimum if not zero loss of Productivity"

"Ms.T.Suhasini and Dr.K.Kalpana in their article named A Study on Factors Affecting

EmployeeEngagement in Indian IT Industry ( 2018 ) says In this research paper,
various factors have been discussed of engagements which are at macro i.e. at
organisational level and micro level i.e. at individual level. These variations in factors
may arise due to differences in individual and job characteristics, gender diversity;
ethnic diversity etc. Suggestions presented in this paper include different employee
engagement approaches for new employees like strong induction programs, rigorous
training and development programme, certification programme and giving them a
realistic job preview. The findings of this study will be useful to any organisation,
irrespective of the type of business, to construct strong emploe engagement policy
with mix of all these factors of employee engagement. Managers can redesign the
work and policy on the basis of the factors presented in this paper would lead to
happy workforce. Thisarticle will be of value to anyone seeking better understanding
in employee engagement to improve organisation performance. Study results has
scope of future reference where by implementing various engagement factors and
there by reduction in employee turnover and improved productivity"
"Shaan Gulhar and Dr Anshu Singh in their article named Impact of Employee
Engagement Practices of Private Universities on Work-Life Conflict of Female
Academicians ( 2022 ) says The scope of the paper has been defined tomcontain
only the work-life conflict aspects of the female employees of private universities in
northern and western India, since, the increased 'Work from Home' (WFH) pattern
due to the Covid 19 pandemic has put immense pressure on the maintaining of this
boundary between thempersonal and professional life. Using Correlation Analysis on
the data collected through structured questionnaires on a convenience sampling
mode, the results are presented in the study along with the limitations of the study
and the scope for future studies. "

"S. Sathyanarayana and Prof. Sudhindra Gargesha in their article named

DETERMINANTS OF EMPLOYEE ENGAGEMENT IN INDIAN IT SECTOR ( 2017 ) says
Towards this, a five point Likert’s scale has been constructed anda dministered as
research instrument. The research instrument was pre tested before a dministering
on the 250 respondents. The validity of the questionnaire was adjudged,
usingreliability statistics. Later a robust multiple regression has been run to identify
the major drivers of employee engagement in IT sector. Regression results have
revealed that Supervision (F1), Quality of Work Environment (F2), Reliability of
information (F3), Appraisal Processa nd Level of Satisfaction (F6) and Organizational
commitment (F7) are the major determinants of employee engagement. Based on
the analysis of the study a brief summary of findings has been made and a
meaningful conclusion has been drawn. Finally the results have been compared with
the possible evidence.

"